1 / 72

Fundamental Concepts

Fundamental Concepts. Networking – Exchanging information for mutual benefit. Coordinating – Networking and altering activities to achieve a common purpose. Cooperating – Coordinating and sharing or pooling resources.

Audrey
Download Presentation

Fundamental Concepts

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Fundamental Concepts

  2. Networking – Exchanging information for mutual benefit. Coordinating – Networking and altering activities to achieve a common purpose. Cooperating – Coordinating and sharing or pooling resources. Collaborating – Cooperating and enhancing the capacity of another for mutual benefit to achieve a common purpose. (Himmelman) Competing – Exchanging some amount of information, but not “proprietary” information; altering activities to meet own needs; sharing resources minimally or with a “hidden agenda.” #4

  3. TEAM #1 #11

  4. COALITION #2 #12

  5. COLLABORATIVE #3 #13

  6. PARTNERSHIP #4 #14

  7. Group Relationships Involvement Commitment Resources (e.g., time, money) Collaborating Cooperating Coordinating Networking (Himmelman) #5

  8. Problem Types • Type I: A broken leg • Type II: Air pollution • Type III: Problem drug use #6

  9. Instructions • Which leadership style is appropriate for this problem? • What leadership behaviors and skills do you want to see in a leader? Why? • Are typical problems in public health similar to the one you are discussing? How are they similar? Different? #7

  10. Problem Types and Leadership Roles Type Problem Solution Locus of Work Leadership Role I Clear Clear Expert- Leader Expert - Leader Solves the problem II Clear Unclear Expert- Leader Expert diagnosis: Group or Multiple Leader helps groupStakeholders problem solve III Unclear Unclear Group or Multiple Leader helps group Stakeholders problem solve #8

  11. What is Leadership?

  12. Leadership is….. • A TRAIT and a PROCESS Trait - the ability to exert influence and have others accept that influence producing change or performance • Chrislip, Sweeny Chritian, Olsen, 2002 • Process – A process whereby an individual or small group influences others to achieve a common goal • Northouse, 1997

  13. Authority is…….. • The power to determine, adjudicate, or otherwise settle issues or disputes, jurisdiction, the right to control, command, or determine • Webster’s New Universal Unabridged Dictionary

  14. LEADERSHIP vs.AUTHORITY

  15. The Class of 80 LeadersTalking Points • Leadership versus Authority • All Leaders and No Followers

  16. Who is a leader?

  17. Leadership Traits • Intelligence – ability to understand and reason through problems • Knowledge – of regional problems, their causes, and potential solutions • Respect – the extent to which an individual or group can win the community’s estimation or admiration • Sorenson and Epps,1996

  18. Leadership Traits • Resources – sufficient finances and time to perform a leadership role • Energy – ability to expend considerable (necessary) efforts on the leadership tasks • Originality – ability to bring new perspectives to bear on local problems • Sorenson and Epps, 1996

  19. Leadership Traits • Persuasiveness – may result from some combination of position, eloquence, fear, inducement, or ability to simplify arguments for the general consumption • Synoptic thinking – ability to see the big picture • Sorenson and Epps, 1996

  20. Temple TexasTalking Points • What causes people to act? • Dissatisfaction with status quo • Dr. King “All change comes from maladjusted people”

  21. What are some different Leadership Styles?

  22. Leadership Styles • Directing • Focuses communication on goal achievement • Gives instructions (what goals to achieve and how) • Limited time on supportive behaviors • Northouse, 1997

  23. Leadership Styles • Coaching • Focuses communication on both goal achievement and people’s needs • Gives encouragement • Asks for input • Ultimately, leader still makes final decision • Northouse, 1997

  24. Leadership Styles • Supporting • Does not focus just on goals • Focuses on tasks to be accomplished • Uses supportive behaviors to bring out others skills • Listening • Praising • Asking for input • Giving feedback • Northouse, 1997

  25. Leadership Styles • Delegating • Offers less input and social support • Facilitates others’ confidence and motivation to do tasks • Leader not as involved in planning, details, or goal clarification • Northouse, 1997

  26. The Four Leadership Styles Supportive Behavior Directive Behavior

  27. Federico Peña Talking Points • Ego • Deference • Giving up control/power • Courage • Not a “traditional leadership” tactic

  28. Quotes on Collaboration • None of us is as smart as all of us • Edward C. Register, 1915 • Cooperation! What a word! Each working with all, and all working with each. • Warren Bennis, 1996 • Collaboration is damn tough • Focus group participants, 1997 • All quotes from Medicine and Public Health: The power of collaboration, Lasker, et al.

  29. Collaboration A mutually beneficial and well-definedrelationship entered into by two or more organizations to achieve common goals Amerst H. Wilder Foundation

  30. Why Collaborate • Shared Concern • Pool Power • Overcome Gridlock (“get unstuck”) • Add Diversity • Increase Ability to Handle Complex Issues

  31. Context for Collaboration • Identify the problem • Understand what makes leadership difficult • Identify stakeholders • Assess extent of stakeholder agreement • Evaluate community’s capacity for change • Identify where the problem/issue can be most effectively addressed • Chrislip and Larson

  32. Guinea Worm Project and Atlanta Project Talking Points • Problem Type • Consensus on Problem • Top Down / Bottom Up or Both

  33. What Makes Leadership Difficult • Many people with the power to say “NO,” yet no one person or group has power to act alone • Lack of trust • Hidden agendas • No larger vision • Lack of credibility to provide leadership • Not willing to take on leadership role

  34. What Makes Leadership Difficult • Apathy • Avoidance of risk • Fear of being attacked • Problems are complex and interdependent • Don’t know what the “real” problem is • Information about problem distorts understanding of problem(s) • Chrislip and Larson

  35. Identifying Stakeholders • Perspective • What perspectives are needed to credibly and effectively define the problems/issues and create solutions? • Who can speak for these perspectives? • Chrislip and Larson

  36. Identifying Stakeholders • Interests • What interests must be represented for reaching an agreement that can be implemented? • Who can speak for these interests? • Chrislip and Larson

  37. Identifying Stakeholders • Implementation • Who are the people, interest groups, organizations who: • are necessary to implement solutions • can block action • control resources • Chrislip and Larson

  38. Identifying Stakeholders • Cause and/or Effect • Who are the people who: • cause the problems/issues • are affected by the problems/issues • will be affected by the solutions • Chrislip and Larson

  39. Identifying Stakeholders • Creating Change • Who are the people, if they could reach agreement about the problem and solution, who could generate the political and institutional will to create significant change? • Chrislip and Larson

  40. Assessing Stakeholder Agreement • Have stakeholders agreed…. • there is a problem that needs attention? • to work together on the problem/issue? • how to work together on the problem/issue? • on the definition of the problem/issue? • on the solution(s) to the problem/issue? • on an implementation plan and action steps? • Chrislip and Larson

  41. Evaluating Community’s Capacity for Change • To what degree is there conflict, mistrust, and disunity among stakeholders? • Do the skills necessary for collaboration exist in the community? If yes, to what degree? • Are there leaders with credibility and respect to bring together stakeholders to address the problem/issue? • Who are they? Will they get involved? • Chrislip and Larson

  42. Evaluating Community’s Capacity for Change • Are there community members with the leadership skills necessary to start and sustain a collaboration process? • Who are they? • Are there people or groups in the community that are able and willing to design and facilitate a collaborative process? • Who are they? • Chrislip and Larson

  43. Evaluating Community’s Capacity for Change • Can you access the information necessary to make a good decision? • How? Where? In what format? • What are other sources of information that may be useful/helpful? • Chrislip and Larson

  44. Where Key Issues Can Be Addressed Most Effectively • Neighborhood • Community • City • Region • State • Chrislip and Larson

  45. Keys to Successful Collaboration • Good Timing • Strong Stakeholder Group • Broad-based Involvement • Overcoming Mistrust • Clear Need • Credibility • Open process • Chrislip and Larson

  46. Keys to Successful Collaboration • Commitment/involvement of high-level, visible leaders • Support or acquiescence of “established” authorities • Strong leaders of the process • A shift to broader concerns • Interim success • Chrislip and Larson

  47. Characteristics of Successful Collaboration • Opportunity to participate in decision making • Quantity of information exchanged • Quality of information exchanged • Handling of conflict • Shared vision and values • Satisfaction with the project • Commitment to the project • Mizrahi and Rosenthal, 2001; Larson, 2002

  48. Characteristics of Successful Collaboration • Achieves the goal • Gains recognition from (social change) target • Gains community support • Creates lasting network • Attains longevity • Acquires new skills • Mizrahiand Rosenthal, 2001; Larson, 2002

  49. Characteristics of Successful Collaboration • Commitment to goal/cause/issue • Competent leadership • Commitment to coalition unity/work • Equitable decision-making structure/process • Mutual respect/tolerance • Mizrahi and Rosenthal, 2001; Larson, 2002

  50. Collaborative Leadership • Leadership shown by a group that is acting collaboratively to solve agreed upon issues • Leaders use supportive and inclusive methods to ensure that those they represent are part of the change process • Requires new notion of power…the more power we share, the more we have to use • http://eric-web.tc.columbia.edu/families/TWC

More Related